Under the guidance of the preceptor and program manager, fellows are involved in projects soon after they arrive at City of Hope. We provide them tools and resources to support project teams and make valuable contributions. Near the end of their fellowship experience, we expect fellows to lead multidisciplinary teams to complete meaningful projects in key areas of our clinical enterprise.
Fellows will gain experience in and exposure to the following areas:
  • Medical Center and Research Operations
  • Facilities Planning and Development
  • Community Clinic Development
  • Payer Contracts/Managed Care
  • Financial Planning and Analysis/Revenue Cycle
  • Quality, Safety, Regulatory, Risk Management and Accreditation
  • Clinical Faculty Relations/Medical Group Management
  • Human Resources Management/Organizational Development
  • Information Technology Services/Telecommunications
  • Marketing, Communications and Fundraising
  • Regulatory Requirements 
Fellows will work on a variety of projects to develop their skills, gain experience, and meet the following key competencies.

Healthcare Administration Key Competencies:

  • Operational Management
  • Process Improvement
  • Performance Management
  • Value Based Care 
  • Capital Acquisition
  • Relationship Management
  • Executive Presence
  • Project Management
  • Strategic Operations
  • Data Analytics and Application
  • Regulatory Requirements

Previous Fellows completed the following projects:

  • Clinic re-design and program expansion
  • Program development for newly FDA approved therapies
  • Installation of telemetry monitoring on inpatient units
  • Development of a lung cancer screening and tobacco cessation program
  • Formation of an expanded pathology outreach services program
  • Operational implementation of a robust value analysis process
  • Negotiations of union agreements
  • Organization-wide preparation for Joint Commission site visits
  • Budget planning and management for the medical center
  • Process redesign of the ambulatory care center
  • Cost, utilization, and quality analysis of a language interpreter program
  • Implementation of benchmarking standards for the Blood Donor Apheresis Center
  • Coordination and evaluation of a prostate cancer screening program
  • Performance improvement evaluation of pharmacy system functionality
  • Allocation of departmental costs for Professional Medical Services Agreement utilizing time and space occupancy studies
  • Facilitation of medical center transition efforts to replacement hospital and outpatient facilities
  • Performance improvement and redesign of inpatient rounding
  • Creation of a medical center business continuity plan for operational disaster recovery